Doctorate Diploma
Strategic Management & Leadership

1. Understand the relationship between strategic management and leadership. 1.1 Critically analyze the effectiveness of managers as leaders. 1.2 Critically analyze the effectiveness of leaders as managers. 1.3 Critically evaluate the balance between strategic management and leadership.

2. Recognize leadership qualities that support organizational mission and values. 2.1 Critically evaluate the role of the leader in creating an organization’s vision, mission, and values. 2.2 Analyze how personal energy, self-belief, and responsibility impact leadership styles and their success. 2.3 Address how leadership can engender empowerment and trust and how ethical stance affects that and the overall impact on organizational practice.

3. Use different leadership strategies and understand their impact on organizational direction. 3.1 Critically evaluate the impact of transformational leadership on organizational strategy. 3.2 Critically evaluate the impact of transactional leadership on organizational strategy. 3.3 Critically evaluate the impact of situational leadership on organizational strategy.

Indicative Content:

Organisational Maturity (CMMI) • The nature and principles ofmanagement • Managers and leaders • High commitment organisations • Leadership and managementstyles • Strategic leadership practice • Nature and principles of management • Leadership versusmanagement • Living systems • Communications and Luhmann’s /Shannon’s view of communications • Ashby’s law of requisite variety and the transduction boundary • Culture • Strategy • Resources and capabilities • Context and the environment • Inter and intra organisationalrelationships • Emergent properties

1. Identify personal skills needed for strategic leadership 1.1 Analyze needs and aspirations of people and organizations involved in international organizational strategy 1.2 Evaluate strategic skills required for a leader to achieve strategic leadership ambitions 1.3 Assess the relationship between existing, required, and future skills needed for achieving strategic leadership ambitions

2. Manage personal leadership development 2.1 Discuss opportunities for strategic leadership development 2.2 Design a personal development plan for achieving strategic leadership development 2.3 Devise an implementation process for the development plan

3. Evaluate the effectiveness of strategic leadership development 3.1 Assess the achievement of outcomes of the development plan 3.2 Evaluate the impact of achieving objectives on strategic leadership ambitions 3.3 Review and update the leadership development plan

4. Assess the impact of strategic leadership development on international organizational strategy 4.1 Evaluate if the strategic needs of organizations involved in international organizational strategy are met from existing resources 4.2 Formulate proposals to develop strategic leadership resource 4.3 Critically evaluate the effectiveness of strategic leadership development in advancing professional leadership practices in organizations

Indicative Content:

• Characteristics of multiple perspectives • What do we mean by skills and competences? • People skills and competences • Behavioural competences • Knowledge – carbon orsilicon? • Gap analysis • Stafford Beer • Organisational maturity • CMMI levels • What is the core group? • What information flows easily through the network • Structural progression of anorganisation • The co-location equals collaborationmyth • A theory of hierarchy (ElliottJacques) • A theory of networks (KarenStephenson) • The China syndrome • Ashby’s law of requisite variety (Ashby,1964) • The two systems compared, Max Boisot • The future is chaos • Social network analysis • Spot the difference employability v PDP? • How would you assess outcomes against strategic needs? • Fitness landscape • leadership development plan • What is Inter organisational strategy • VSM based organisation • Old and new business models • On being a global company • Language, culture and communications • Shannon’s test • Knowledge • Communications • Centralise or decentralise?

1. Develop and formulate strategy:

• Critically analyze needs, methodologies and opportunities to develop strategy in cross border or global organizations
• Identify opportunities for future strategy development to enhance impact on key stakeholders

2. Analyze and evaluate factors influencing strategy:

• Discuss collective strategy formation from policies of organizations, administrations, and stakeholders
• Identify key policy and strategy issues that influence strategy
• Explain how strategy is influenced by political, global, public interest, media impact, social, cultural, and religious factors

3. Lead strategy development process:

• Assess how to resolve cultural and ethical tensions between contributing organizations, administrations, and stakeholders
• Evaluate use of strategic intelligence in strategy development
• Contribute original thinking to strategy formulation and development.

Indicative Content:

• What is collective strategy? • Collective strategy and Game Theory • Collective action as a social matching process • Organisations as social entities • An organisation as an anti poetic system • Collective strategy and co evolutionary theory • Complexity theory, globalisation and diversity • Collective strategy • Basic and traditional approaches to strategy • Three core areas of strategy • Closed and open systems thinking • Organisations operating around 2 principal feedback loops • Open systems models and the resource-based view (RBV) of business strategy • Managing across the transduction boundary • The complexity of an extended organisation • Systems and the environment • The battle between emergence and entropy • Dealing with multiple perspectives • Dunning-Kruger and the curse of knowledge • Organisational diagnosis and design • Organisational autonomy • The purpose of structural organisational modelling • Organisational conflict and conflict management strategies • Strategic intelligence • Knowledge transfer • Authority versus autonomy

1. Learning outcomes for analyzing inter-organizational planning and implementation of existing strategies: 1.1. Identify and evaluate the limitations and obstacles to integrating inter-organizational strategies. 1.2. Assess the respective contributions of participating organizations and administrations to developing and integrating inter-organizational strategies. 1.3. Analyze the planning and implementation process components and their impact on inter-organizational strategies and implementation. 1.4. Evaluate the impact of the inherent power and status of participating organizations and administrations on inter-organizational strategies and their implementation.

2. Learning outcomes for analyzing theories and methods of strategy formulation used in cross-border partner organizations and administrations: 2.1. Critically compare and evaluate the goals, roles, strengths, weaknesses, opportunities, and threats of cross-border partners and competitor organizations and administrations. 2.2. Compare and evaluate theories and methods of strategy formulation used in cross-border partner organizations and administrations. 2.3. Evaluate the effectiveness of strategies in linking policy objectives, goals, and aspirations to operational outcomes for cross-border partners. 2.4. Identify and evaluate the impact of methods for managing risks and opportunities in strategies.

3. Learning outcomes for evaluating the role and impact of strategic intelligence: 3.1. Critically assess the methods of obtaining, coordinating, measuring, and analyzing strategic intelligence. 3.2. Critically evaluate and interpret strategic intelligence and determine measures of confidence in that intelligence to inform the development, implementation, and review of policy and strategy for cross-border and global organizations.

Indicative Content:

Leadership and managementstyles • Organisational knowledge • Organisational history and experience • Culture: individual, organisational and country, values and beliefs (which was explored in QF 806), Culture and its impact on strategy • Strategic planning methods andapproaches • Strategic planning processes • Stakeholders and risks

1. Evaluate the influences on policy and organizational strategies 1.1 Review the relationship between partners in policy development and its impact on cross-border and global organizational strategy 1.2 Evaluate the contribution of economic, political, and social factors to the development of cross-border and global organizational policy and strategy 1.3 Assess the role of domestic, national, and multinational interests in translating policy into cross-border and global organizational strategy

2. Assess the roles of relevant partners in the formulation of inter-organizational strategy 2.1 Identify and evaluate the policy position of different partners involved in the development and implementation of inter-organizational strategy 2.2 Evaluate tensions and conflicts of interest in the roles of different partners and propose innovative solutions to enhance relationships and outcomes to achieve a coherent output 2.3 Develop models that support inter-organizational working, respecting the integrity of partner organizations and their political, moral, social, and economic stance and differences.

3. Develop and propose innovative models and methods for improving cross border and global organisational strategy
4. Evaluate the potential of emerging technologies and trends in supporting and enhancing cross border and global organisational strategy and policy
5. Critically evaluate the role of leadership and change management in implementing cross border and global organisational strategy and policy
6. Be able to develop a framework for evaluating the effectiveness of cross border and global organisational strategy 6.1 Research and critically review existing frameworks for evaluating the effectiveness of cross border and global organisational strategy 6.2 Develop an original framework for evaluating the effectiveness of cross border and global organisational strategy 4.3 Apply the framework to a case study or real-world scenario, and evaluate the effectiveness of the cross border or global organisational strategy based on the framework’s criteria and metrics
7. Be able to forecast and propose alternative solutions to improve cross border and global organizational policy and strategy.
8. Research and critically review authoritative, quantitative, and qualitative data and sources to identify relevant political, social, economic, technological, and moral trends which may affect short, medium, and long-term inter-organizational policy and strategy.
9. Use current concepts, theories, and methodologies to forecast likely future events that will affect and be affected by cross border and global policy and strategy.
10. Propose alternative and innovative solutions that challenge perceived wisdom to achieve better outcomes from the process of cross border and global organizational policy and strategy formulation.

Indicative Content:

• Who are the different partnersinvolved? • Policy into strategy? • What is the Strategic Planning Approach? (Recap) • What is the strategy? (Corporate/Business) • What is the role of functional policies for each partner? • Wholly owned or a foreignsubsidiary? • What is organisationalstructure? • Governance of the relationship? • How does policy translate into strategy? • What is the purpose of policies andstrategies? • Motives to enter a strategic alliance • Boundary judgements • Establishing a reference system • The Formation of strategic alliances • Strategic alliances as hybrid forms • Fusion or fission? • How is the organisation funded? • Organisational design patterns • The opposite of strategy • What are your sources of data and information?

1.1 Evaluate the role of domestic, national, and international media in shaping international organizational strategy.

1.2 Analyze the impact of media on partners, opinion formers, stakeholders, customers, and the public in shaping international organizational strategy.

1.3 Critically assess the influence of pressure groups, political groups, and media owners on the portrayal of international organizational policy and strategy by the media.

2. Be able to evaluate the impact of global and ever-present media on stakeholder opinion:

2.1. Conduct critical research and review of the challenges and pressures faced by the media in reporting the activities that deliver international organisational policy and strategy.

2.2. Critically evaluate how the media’s constraints and time-critical requirements can be used for positive corporate strategic outcomes.

2.3. Critically assess and evaluate the interaction of news, public and stakeholder opinion on international organisational policy and strategy.

2.4. Evaluate the impact of global news media and design innovative methods to utilize these for the benefit of international organisational policy and strategy.

Indicative Content:

• What is themedia? • Media, public, policy, people • Positioning of Major CommunicationVehicles • Integrated Marketing Communications(IMC) • Building the media plan and todays goals • Time to start another plan • The message • Media impact on public policy and the implications for a civil society • Hegemony and integrated theory • Media creating • Policy impact • Effects theory and public opinion • Defining perceptions in and of organisations • Reasons for the growth of pressure groups and lobbying • Knowledge sharing – or not! • Ethics and decision-making strategies • The between emergence and entropy • The impact of the 24 x 7 world • Public relations • Cialdini’s six principles of influence Models of communication • Stages of buying and advertising

1. Evaluate international organizational policy and strategy based on conceptual grounds. 1.1. Analyze the impact of cultural influences on international organizational decision making. 1.2 Identify and assess key economic drivers for cross-border/global organizational policy objectives and strateg. 1.3 Review and critique current methods and theories of cross-border/global organizational strategic planning and propose innovative alternatives. 1.4 Research and forecast future trends and propose alternative solutions for cross-border/global organizational policy and strategy formulation. 1.5 Evaluate the significance and influence of media on international organizational strategy. 1.6. Evaluate the impact of global media on stakeholder opinion.
2. Evaluate cultural influences on international organizational decision-making:

   2.1 Assess the impact of religion, political structures, cultural norms, ethnicity, ethos, the concept of ‘the State,’ business and economic models, and globalization on international organizational policy and strategy development.

   2.2 Evaluate how these cultural factors affect the decision-making process and participation, leading to a consensus view of international organizational policy and strategy.

   3. Be able to challenge conventional stakeholder models

   3.1 Evaluate and compare different stakeholder structures, their power, and status

   3.2 Develop persuasive arguments based on research to challenge existing stakeholder models and engage with stakeholders and influencers.

Indicative Content:

Organisational maturity • Leadership and managementstyles • Communication and communication channels • Culture • Country of origin and the effect of culturaldistance • Managerial implications • Culture – stories and metaphors • Strategy – different schools of thought • Resources and capabilities • Context /environment MINTS & BRICs • Inter/intra organisational relationships • Feedback loops • Multiple perspectives • Boundaries • Relationships and emergence properties.

1. Develop an understanding and proficiency in various research methods for practical application 1.1 Apply principles and practices of quantitative and qualitative research on a practical level 1.2 Develop research and development questions and prioritise them based on current managerial and business needs

2. Utilise standard research methodologies 2.1 Conduct critical literature reviews based on research methodology 2.2 Use appropriate methodology, instrumentation, and research design for specific fieldwork 2.3 Apply statistical methods in a critical manner

3. Produce research reports 3.1 Plan and execute management research projects using research methodologies 3.2 Create written research reports that incorporate data visualisation 3.3 Address ethical issues in research.

Indicative Content:

Systems of interest • Boundarycritiques • Multiple perspectives • Emergent properties • Reference systems • Maps and models – our models, ourselves • Context is everything • Diagnosis and analysis • Your research focus – some questions • Your research strategy • The nature of data and information • Taxonomy, ontology and epistemology • Mode 1 and 2 knowledge • Tacit and explicit knowledge • Methods and techniques for collecting data andinformation • Criteria for selecting data and information • Sources of data and information • Different types of research